Despite the popularity of lean and continuous improvement around the work, most organizations and their leaders struggle to make improvement work.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Darren Walsh is Director & Leadership Coach at Making Lean Work Ltd. A leading management consultancy specialising in helping business leaders unlock the transformative power of continuous improvement. He has over 25 years of experience, working with some of the best in automotive, aerospace, medical devices, energy and financial services. Graduating with a Master's degree from Lean Enterprise Research Centre, his insights have been featured in industry-leading publications, and conferences.
Inhaltsangabe
Section 1: Introduction to Lean Thinking. Chapter 1: Introducing the Problem and What's Not Working. Chapter 2: Introduction to Daily Management and Standardized Work. Chapter 3: Key Principles of Lean (Work, Value & Waste). Section 2: Daily Lean Management. Chapter 4: Four Elements of Daily Lean Management. Chapter 5: Pitfalls of Daily Lean Management. Section 3: Why Organizations Struggle to Fix Problems. Chapter 6: Breaking the Cycle. Chapter 7: A3 Problem Solving Process and PDCA Thinking. Chapter 8: Why Standardized Work is Not Standard (and acts as a foundation for continuous improvement). Section 4: How Leaders and Managers Can Help Play Their Roles. Chapter 9: How to Establish Effective Visual Management and Daily Management Routines. Chapter 10: Lean Management System. Chapter 11: Lean Management Routines - the Essential 3rd Cog in the System. Chapter 12: Summary and Conclusion.
Section 1: Introduction to Lean Thinking. Chapter 1: Introducing the Problem and What's Not Working. Chapter 2: Introduction to Daily Management and Standardized Work. Chapter 3: Key Principles of Lean (Work, Value & Waste). Section 2: Daily Lean Management. Chapter 4: Four Elements of Daily Lean Management. Chapter 5: Pitfalls of Daily Lean Management. Section 3: Why Organizations Struggle to Fix Problems. Chapter 6: Breaking the Cycle. Chapter 7: A3 Problem Solving Process and PDCA Thinking. Chapter 8: Why Standardized Work is Not Standard (and acts as a foundation for continuous improvement). Section 4: How Leaders and Managers Can Help Play Their Roles. Chapter 9: How to Establish Effective Visual Management and Daily Management Routines. Chapter 10: Lean Management System. Chapter 11: Lean Management Routines - the Essential 3rd Cog in the System. Chapter 12: Summary and Conclusion.
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